mentoring final copy
TRANSCRIPT
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BUILDING EFFECTIVE MENTORING RELATIONSHIPS
Irma BilgramiWestern Health
2016
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1. Mentoring- an overview
2. Mentoring across differences- gender biases
3. Making mentorship work
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MENTORINGAN OVERVIEW
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Accessed 5 May 2016 at http://www.sccm.org/Communications/Critical-Connections/Archives/Pages/Finding-Your-Match-in-Mentorship.aspx
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At its simplest, mentorship occurs when one individual (the mentor) who
possesses more or different experience, supports another individual (the
mentee) in their personal and/or professional development.
ICU mentoring guide. Educational and organizational development 2013. Alfred Health
MENTOR MENTEE
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Productive research careersBetter preparation in making career decisions
Networking within a profession Aids stress managementWE ARE ALL MENTORS!
WHY DO WE NEED TO TALK ABOUT MENTORING?
JAMA, May 16, 2007—Vol 297, No. 19
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EFFECTIVE MENTOR
MENTOR MENTEE
Mentoring with Backbone and Heart
Career advancement
ICU mentoring guide. Educational and organizational development 2013. Alfred Health
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MenteeMentor
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MENTEE
EFFECTIVE MENTEE
ICU mentoring guide. Educational and organizational development 2013. Alfred Health
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Accessed 5TH May 2016 at https://staff.unimelb.edu.au/__data/assets/pdf_file/0006/583305/Mentoring-Types.pdf
Unplanned
No or little organizational involvement
May not be measured
Natural relationship requiring little or no training
No standards set for selection of mentors and mentees
Planned
Organizational involvement
Measured and monitored
Training for all participants usually provided
Assessment and selection for mentors and mentees
INFORMAL MENTORING FORMAL MENTORING
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Conflicts in roles- supervisor as mentorsMaintaining boundariesHaving multiple mentorsChallenging personalitiesMENTORING ACROSS DIFFERENCES
CHALLENGES IN MENTORING
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MENTORING ACROSS DIFFERENCES
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Men
Women
Parents
Single mums
Single dads
Across generational differencesRacial/cultural groups
LGBT
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Are Mentoring Programs Gender Biased?
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The Australian Institute of Health and Welfare report 2014
WOMEN IN ICU WORKFORCE
16.6% Fellows
35% Trainees 4/18 CICM board1/15 ANZICS board
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AMA victoriaCICMMentoring programs in hospitalsInformal mentoring
MENTORING PROGRAMS
EFFECTIVE??Mentoring for change http://www.universitiesaustralia.edu.au/resources/486
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Informal mentoring
Mentoring advice given to women
Female mentors
Challenges faced in cross gender mentoring relationships
Formal mentoring
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INFORMAL MENTORING
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MENTOR MENTEE MENTOR MENTEE
Accessed 6th May at https://hbr.org/2010/09/why-men-still-get-more-promotions-than-women
MENTORING ADVICE TO WOMEN
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Mentors, predominantly male,
helped women to understand ‘ways they might need to change as they move up the leadership pipeline’
while helping men to ‘plan their moves and take charge in new roles, in addition to endorsing their authority publicly’
Ibarra, Carter and Silva
Why Men Still Get More Promotions Than Women
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VENUS MARS
MENTORING ADVICE TO WOMEN
Mentoring for change http://www.universitiesaustralia.edu.au/resources/486
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Men mistakenly expect women to think, communicate and react the way men do.
Women mistakenly expect men to feel, communicate and respond the way women do.
We have forgotten that men and women are supposed to be different
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The behavioural styles that are most valued in traditionally masculine cultures- and most used as indicators of
potential are often unappealing or un-natural for high- potential women, whose sense of authenticity can feel
violated by the tacit leadership requirement
Mentoring seems intended to assimilate women into the dominant masculine corporate culture
Ibarra, Carter and Silva
Why Men Still Get More Promotions Than Women
Accessed 6th May at https://hbr.org/2010/09/why-men-still-get-more-promotions-than-women
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On Confidence, Competence, and Women in Emergency Medicine
Accessed 6th May 2016 at https://sluckettg.org/2016/04/07/on-confidence-competence-and-women-in-emergency-medicine/
“You came off as a bit of a bitch”
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FEMALE MENTOR
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MENTOR MENTEE
CROSS GENDER MENTORING
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MEN IN NURSING
Faster promotionsHigher salaries
Higher representation in senior level positions
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WHY ARE FEMALES HITTING THE GLASS CEILING?
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Perceptions around
Capability
Capacity
Credibility
Gender disparities are natural and inevitable
“ Women are too busy with families”
“Women are not natural leaders”
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Journal of Strategic Leadership, Vol. 3 Iss. 2, Winter 2011, pp. 1-12.
Leadership styles: transformational, participative, and inclusive
Emotional intelligence
Establishing a collegial environment through displaying nurture, empathy, loyalty, respect, and a team spirit.
Communal qualities of compassion, affection, and gentleness,
Honesty
Advocating for one’s principles under political pressure, negotiating compromises, keeping government honest, and representing the interests of the people.
Greater inclusiveness, empathy, and communication to the exercise of leadership
Ethical
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MENTORSHIPTHAT
WORKS
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1. Mentoring is important for career progression and well being
2. We are all mentors (consciously or unconsciously)
3. The glass ceiling and mentoring biases- for women and minority groups
4. HOW TO DO A BETTER JOB AT MENTORING
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HOW I CAN DO A BETTER JOB OF MENTORING
Manage Me Manage Mentee
Manage Organisation
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Manage Me Manage Mentee
Manage Organisation
I am a mentor
Reflect and learn from my mentoring relationship
Having insight into any implicit or explicit assumptions
Are all my mentees getting the same mentoring opportunities,
Am I actually treating my mentees equally
Am I treating my mentees the way THEY want to be treated
Am I ‘choosy’ when it comes to selecting mentees
Strategies to overcome biases
Make changes at an organisational level
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EMPATHY
ParentsSingle mums
Single dads
Across generational differences
Racial/cultural groups
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MENTORING
and
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MY FIRST MENTOR